In-class exercise
          When you hear the word leader, who 
            comes to mind?
          When asked why, what verb dominates 
            your explanation?  For example, this 
            leader
              Accomplished ___
              Was able to ____
              Did ___ 
              Etc.
                                     
                 Chapter Fourteen Outline
                 Chapter Fourteen Outline
          Trait and Behavioral Theories of 
          Trait and Behavioral Theories of 
          Leadership
          Leadership
             •Trait Theory
             •Behavioral Styles Theory
          Situational Theories
          Situational Theories
             •Fiedler’s Contingency Model
             •Path-Goal Theory
          •Hersey and Blanchard’s Situational Leadership Theory
                                       
                Chapter Fourteen Outline 
                 Chapter Fourteen Outline 
                           (continued)
                           (continued)
          From Transactional to Charismatic 
          From Transactional to Charismatic 
          Leadership
          Leadership
              •How Does Charismatic Leadership Transform Followers?
              •Research and Managerial Implications
          Additional Perspectives on Leadership
          Additional Perspectives on Leadership
              •The Leader-Member Exchange (LMX) Model of 
              Leadership
              •Substitutes for Leadership
              •Servant-Leadership
              •Superleadership
                                       
                               Trait Theory
                               Trait Theory
            Leadership Traits: represent the personal 
            Leadership Traits
            characteristics that differentiate leaders from followers.
            •  Historic findings reveal that leaders and followers 
               Historic findings reveal that leaders and followers 
               vary by
               vary by
               - intelligence
               - dominance
               - self-confidence
               - level of energy and activity
               - task-relevant knowledge
            •  Contemporary findings show that
               Contemporary findings show that
               - leadership prototype: people tend to perceive that 
               someone is a leader when he or she exhibits traits 
               associated with intelligence, masculinity, and dominance
               - leadership prototypes culturally based
               - credible leaders are honest, forward-looking, inspiring, and
                 competent
                                                
                    Trait Theory (continued)
                    Trait Theory (continued)
            •  Gender and leadership
               Gender and leadership
                  - men and women were seen as displaying more task 
                  and
                    social leadership, respectively
                  - women used a more democratic or participative style 
                  than men, and men used a more autocratic and 
                  directive style than women
                  - men and women were equally assertive
                  - women executives, when rated by their peers, 
                  managers and direct reports, scored higher than their 
                  male counterparts on a variety of effectiveness criteria